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Performance: The Secrets of Successful Behaviour

Book Description

How do you improve performance?

Performance expert Robin Stuart-Kotze reveals that it's all about behaviour and lets us into the secrets of behavioural change that have helped successful people, teams and managers around the world to get ahead, and stay ahead. 

“Fiddle around with spread-sheets if you must, but if you want to improve the performance of your business focus on the behaviour of your leaders.  This book is a must-read”.    Norman Green, Chief Operating Officer, Herbert Smith

"I was so taken by the principles in this book that it will be essential reading for all our senior management in Europe".  Denny Kalman, HR Director, Panasonic Europe.

"This is an essential read for all our managers and HR professionals. It successfully links practical, observable insights into the need for behavioural change with easy to adopt tips on measurement when driving for high performance".  Margaret Savage, Director HR Strategy and Systems, BT Group plc.

"A must read for anyone seeking to create organisational change and to encourage high team and personal performance. Powerful insights and everyday language - a winning combination!"  Chris Dunn, Business Development Director, AdviserPlus

"Improving performance is essential for all companies and individuals. Reading this book will be the best investment you make this year". George Campbell, President, Fall Line Systems, Canada

"This book hits the nail right on the head; its behaviour that drives performance and nothing else. It's what you do that gets results".  Nigel Melville, former England Rugby Union Captain

Table of Contents

  1. Copyright
    1. Dedication
  2. FT Prentice Hall Financial Times
  3. Preface
    1. The book
  4. 1. The science of successful behaviour
    1. 1. Performance: it’s about behaviour
      1. Behaviour drives performance
      2. What is the difference between behaviour and personality?
      3. Personality is a poor predictor of performance
      4. If it’s not your personality, what determines your behaviour?
      5. Performance and adaptability
      6. The motivation to change behaviour
      7. Continuous performance improvement
      8. Chapter summary
    2. 2. Changing behaviour
      1. The science of behaviour change
      2. The start point for change is acknowledgement of current behaviour
      3. The only true expert is the person who does the job
      4. Ownership of change is essential for success
      5. Change proceeds best from an AT approach, not a TT approach
      6. Successful behaviour change is based on observable, measurable data
      7. The need for behavioural technology
      8. Chapter summary
    3. 3. Be a leader, not a celebrity
      1. The ‘great man’ theory of leadership
      2. What is leadership?
      3. The hard facts about leadership
      4. The fit between preference and situation
      5. Are there only a few leaders in any organization?
      6. Performance-sustaining leadership
      7. Performance-accelerating leadership
      8. The balance of behaviour
      9. Chapter summary
    4. 4. What is performance-driven leadership?
      1. Accelerating performance
        1. An action approach to accelerating performance
        2. A people approach to accelerating performance
        3. A system approach to accelerating performance
      2. Sustaining performance
        1. An action approach to sustaining performance
        2. A people approach to sustaining performance
        3. A system approach to sustaining performance
      3. Chapter summary
    5. 5. What is performance-blocking behaviour?
      1. Why do people engage in performance-blocking behaviour?
      2. Performance-blocking behaviour at work
      3. Blocking behaviour is infectious
      4. Blocking behaviour and continuous performance improvement
      5. Focusing behaviour
      6. Chapter summary
    6. 6. What does performance-blocking behaviour look like?
      1. Defensive-aggressive behaviour
      2. Conflict-avoidance behaviour
      3. Responsibility-avoidance behaviour
      4. The cost of performance-blocking behaviour
      5. An example of blocking-behaviour paralysis
      6. Blocking behaviour and stress
      7. Chapter summary
    7. 7. What makes people whistle on the way to work?
      1. Getting the answer wrong
      2. Motivation and movement
      3. Motivation and behaviour
      4. Expectation and behaviour
      5. Motivation and Behaviour Kinetics
      6. The seven dwarf syndrome
      7. Chapter summary
    8. 8. How do you create winning teams?
      1. What do we mean by a team?
      2. Size does matter
      3. Common goals
      4. Leadership
      5. Role and skill flexibility
      6. Role conflict
        1. Mutual accountability
      7. Flying the high cover
      8. The high-performance curve
      9. Chapter summary
    9. 9. How does structure affect performance improvement? Reloading the matrix
      1. In the beginning: the hierarchical organization
      2. Taking care of emerging needs
      3. What is matrix organization?
      4. Few go the whole hog
      5. How can a matrix make life easier?
      6. How does matrix organization make life more difficult?
      7. What does a matrix structure mean for the manager?
      8. Making a matrix structure work
      9. Chapter summary
    10. 10. Making values come alive
      1. Continuous performance improvement as a cultural value
      2. Real values or PR rubbish?
      3. Values and behaviour
      4. Values and excellence
      5. A cautionary note: the acid test
      6. Assessing commitment to corporate values
        1. The measurement process
          1. Step 1
          2. Step 2
          3. Step 3
          4. Step 4
        2. Analyzing the data
          1. Values-related behaviour at the company level
          2. Values-related behaviour at the divisional level
          3. Values-related behaviour at the department level
          4. Values-related behaviour at the team level
          5. Value-related behaviour at the individual level
      7. Make sure stated values make sense
      8. Chapter summary
    11. 11. The process of continuous performance improvement for an individual
      1. Continuous performance improvement on a personal level
      2. The CPI process
      3. An example of CPI
        1. 1 Identifying current behaviour
        2. 2 Acknowledging the behaviour and reinforcing ownership
        3. 3 Identifying any blocking behaviours
        4. 4 Acknowledging blocking behaviour and reinforcing ownership
        5. 5 Identifying what to do differently to improve performance
        6. 6 Aligning behavioural changes with organizational objectives
        7. 7 Creating continuous performance improvement
      4. Chapter summary
    12. 12. Continuous performance improvement on a wider scale
      1. CPI in a team
      2. Improving the performance of organizations
        1. Creating heat or light
        2. Proceeding one step at a time
        3. Benchmarking the start point of the change
        4. Focusing on observable behaviour
        5. Guiding change, not directing it
      3. Chapter summary
  5. 2. Behaviour Kinetics approaches to performance improvement
    1. 13. It ain’t what you do, it’s the way that you do it
      1. A brief introduction to i-Scope
      2. Helping a company regain its entrepreneurial edge
        1. Processing the information
        2. Team discussion and decisions
    2. 14. Sales behaviour and customer expectation
      1. Behaviour and values
      2. Measurement
      3. A case study
        1. The team’s sales behaviours
        2. Customer values
        3. A behaviour mismatch
        4. Averages and individual behaviour profiles
        5. What did the customer value?
        6. What was the sales team doing?
        7. Ownership of change
      4. Another example – overcoming the barriers to cross-selling
      5. It depends upon the situation
    3. 15. From recruitment profiling to talent management
      1. Dealer excellence at Snap-On Tools
      2. The Snap-On curve
      3. Follow-up research
    4. 16. The relationship between behaviour and managerial achievement
      1. The Mach One system
      2. Style focus
      3. Job focus
      4. Analyzing the job
      5. Management style and achievement
        1. Style flexibility
        2. Empassionment and extreme achievement
      6. A case study
        1. Team building versus team-based leadership
        2. Minor technological innovation
  6. References